Abstract: This chapter addresses causality in practice, not just in theory and
starts by explaining the characteristics of practice. It then examines how, in
social contexts, the complex networks of vested interests, power groupings,
dynamic influences and community and cultural tensions can be identified and
managed leading to there being perceptions of successful outcomes. Key to this
is recognising how 'success' would be seen from the various perspectives and
viewpoints and understanding, practically, the opportunities and limitations
for intercepting and engaging with these complex motivations – even though, on
paper, some appear to be contradictory or even incompatible. The chapter will
describe a 'Landscape', inspired by complexity science, which is used to
contrast two urban situations and to show how some of the outcomes and their
consequences can be explained in causal terms. It concludes by suggesting
developments needed to provide practitioners with a systematic approach to
putting `complexity thinking' to work in practice.
Keywords: Complexity-worthiness, change, crisis, damascus, landscape of change, ludlow, practitioners